Interview presentation bristol 230307

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The document discusses the implications of NHS reconfiguration for emergency preparedness. Key areas that will be impacted include geographic and demographic issues, emergency plans and arrangements, communications and liaison, and personnel, funding and resources. NHS reconfiguration involves rationalizing services across new administrative boundaries, which could impact emergency response if mutual aid arrangements and lines of communication are not clearly established between the new organizations.

‘The Implications of NHS
Reconfiguration for
Emergency Preparedness
Dominic Mellon
23rd March 2007

What is NHS Reconfiguration?
 Based on Commissioning a Patient Led NHS
 Part of overall NHS Improvement Plan
 Review of configuration of PCTs and SHAs
 Ensure effective delivery of healthcare services
Avon, Gloucestershire & Wiltshire
Dorset & Somerset
South West Peninsula
NHS
South
West
12 PCTs7 PCTs:
Great Western Ambulance 3 Ambulance Trusts

What are the main areas of impact?
 Geographic and demographic issues
 Emergency plans and arrangements
 Communications & Liaison
 Personnel, Funding & Resources
 Civil protection duties and responder
status under CCA 2004
 Emergency planning guidance
 Need for all-hazards approach to planning

Geographic & Demographic Issues
 Changing boundaries
 Many hazards
geographically linked
 Risk based planning
 New hazards/old risks
 Local population -
local vulnerabilities
 Community Risk
Register (LRF)
 Vulnerability
Assessments

‘Administrative
boundaries ... should
not be a reason for not
working with
organisations over
those boundaries in
developing mutual aid
arrangements’
Ensuring that the
appropriate partner
responding agencies
are identified, included
and consulted with.
Understanding of new
emergency
management
structures, roles and
responsibilities and
existing and
developing
organisational cultures
Control & Coordination
- Strategic, Tactical &
Operational plans.
Changing trigger
points.
Interfacing plans.
Emergency Plans & Arrangements
Organisational Restructuring
Size and scale of organisations
Mutual aid arrangements
Including Major Incident Plans & Business Continuity
Arrangements
Partner Responders

Personnel, Funding & Resources
 Reconfiguration involves rationalisation
 Reduced resources, including personnel
 New people, new roles
 Training needs analysis and delivery
 Sharing/pooling of resources
 Increased need for joint working & cooperation

Communication & Liaison
Internal:
 Emergency planning
liaison committees
 Public health emergency
information
Cooperation
Information
Sharing
Warning
& Informing
External:
 Local Resilience Fora
 Working groups
 Bilateral relationships

Summary
Various implications and areas of concern
Risks vs. opportunities
Communication & Liaison issues highly
significant

This document outlines the roles and responsibilities of various organizations in the UK NHS for emergency response. It describes the command structure and how different levels from national to local coordinate response. Key organizations discussed include Strategic Health Authorities, Primary Care Trusts, Acute Trusts, Ambulance Services, Hazardous Area Response Teams, NHS Blood and Transplant, and Scientific and Technical Advice Cells. The document also notes recent NHS reorganization and changes to roles.

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Interview presentation bristol 230307

1. ‘The Implications of NHS Reconfiguration for Emergency Preparedness Dominic Mellon 23rd March 2007

2. What is NHS Reconfiguration?  Based on Commissioning a Patient Led NHS  Part of overall NHS Improvement Plan  Review of configuration of PCTs and SHAs  Ensure effective delivery of healthcare services Avon, Gloucestershire & Wiltshire Dorset & Somerset South West Peninsula NHS South West 12 PCTs7 PCTs: Great Western Ambulance 3 Ambulance Trusts

3. What are the main areas of impact?  Geographic and demographic issues  Emergency plans and arrangements  Communications & Liaison  Personnel, Funding & Resources  Civil protection duties and responder status under CCA 2004  Emergency planning guidance  Need for all-hazards approach to planning

4. Geographic & Demographic Issues  Changing boundaries  Many hazards geographically linked  Risk based planning  New hazards/old risks  Local population - local vulnerabilities  Community Risk Register (LRF)  Vulnerability Assessments

5. ‘Administrative boundaries ... should not be a reason for not working with organisations over those boundaries in developing mutual aid arrangements’ Ensuring that the appropriate partner responding agencies are identified, included and consulted with. Understanding of new emergency management structures, roles and responsibilities and existing and developing organisational cultures Control & Coordination - Strategic, Tactical & Operational plans. Changing trigger points. Interfacing plans. Emergency Plans & Arrangements Organisational Restructuring Size and scale of organisations Mutual aid arrangements Including Major Incident Plans & Business Continuity Arrangements Partner Responders

6. Personnel, Funding & Resources  Reconfiguration involves rationalisation  Reduced resources, including personnel  New people, new roles  Training needs analysis and delivery  Sharing/pooling of resources  Increased need for joint working & cooperation

7. Communication & Liaison Internal:  Emergency planning liaison committees  Public health emergency information Cooperation Information Sharing Warning & Informing External:  Local Resilience Fora  Working groups  Bilateral relationships

8. Summary Various implications and areas of concern Risks vs. opportunities Communication & Liaison issues highly significant

Editor's Notes

#2: My name is Dominic Mellon and I will be delivering this presentation on... I hope you enjoy this presentation.
#3: NHS Improvement Plan = Modernisation Agenda NB: Commissioning a Patient Led NHS (July 2005) - part one: review of configuration for delivery of services Using the south west of england as an example... (Ambulance Service previously reconfigured.)
#4: ‘ Shifting the Balance of Power’: changes to NHS organisation instrumental in passing responsibility for emergency planning from the SHAs to the PCTs - Oct 2002.
#5: Obviously, the amalgamation of PCTs has resulted in changing boundaries. Many hazards are linked to the local geography including natural hazards such as coastal, fluvial and flash flooding; and socio-technical hazards such as COMAH sites and other industrial hazards What are new hazards for new organisations will be old risks: I.e. they will have been identified and assessed already. Vulnerability? Local demographics need to be assessed as the areas covered by each organisation will have changed.
#7: Rationalisation involves centralisation of resources and delivering services within tighter budgets
#8: Arguably the most important area of concern arising from NHS reconfiguration. Communication and liaison identified within the AGW submission document as a significant organisational risk: concerns over “the impact on relationships with key partners and the effectiveness of local relationships”. There are three duties placed on category one responders under the CCA which deal directly with communication & liaison... Mechanisms for undertaking these duties include... Importance of resilient communications infrastructure and systems during an emergency response. Emergency contact details.
#9: Issues identified as risks in various reports, however this can be seen as an opportunity to develop and improve civil protection functions. NHS South West identifies one of the core priorities for 2006-2007 to be the “ Maintaining effective arrangements for health protection and emergency planning.”

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Interview presentation bristol 230307

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Editor's Notes